Building Applied Research
Capacity at Red River College
Expanding College and Institute Networks
in Applied Research and Innovation
Association of Canadian Community Colleges
Applied Research Symposium
Ottawa, February 20 & 21, 2003
Ken Webb, P. Eng., Red River College
Ray Hoemsen, P. Eng., NEXUS Manitoba
RRC FAQ's
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MB’s 2nd largest post-secondary institution
Comprehensive college
Preparatory programs to joint degrees
Business, technology, trades, health sciences,
community services, applies arts (no UT)
Serve 8,000 FT and 24,000 PT annually
2 major campuses, 2 satellite centres, four regional
centres, aviation centre at the airport
$87 Million annual budget - 1100 employees
Block funded not formula funded
• Enrollment stable and rising (+9.0% Sept. 02)
• Strong entrepreneurial focus
Building Institutional Applied Research
Capacity
Overview:
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Brief history of AR at RRC
Building a research mandate
Building institutional support/culture
Establishing an Applied Research Office (ARO)
Recent activities / lessons learned
Next steps
Why Do Applied Research at RRC?
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Support economic development of Manitoba companies
Enrich learner’s academic and work-force preparation
Support national and provincial innovation strategies
Maximize utilization of college resources, intellectual
and physical, by making them available to the
community
• Ensure program relevancy
• Create partnerships and collaborative networks
between colleges, universities, industry and
communities
• Provide excellent professional faculty development
History of Applied Research at RRC
• For many years RRC has conducted applied
research for firms and organizations on a project
basis:
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Prototyping Tooling (Boeing Canada Technology)
Rapid Prototyping (New Flyer Industries Limited)
Pavements, Asphalts, Materials (Manitoba Highways)
Internet Delivery (Winnipeg Free Press)
Multimedia Courseware (ATCI)
Shadow Masks (Cancer Care Manitoba)
Industrial Design (Phillips Temro)
National ECE Curricula (OISE/Lawson Foundation)
Building an Applied Research Mandate
• Historically supported industry on an ad hoc basis*
• Applied research feasibility study (1995)
• RRC governors add applied research to college 5-year
business plan (1996)
• Strategic Plan - “develop the capability to undertake applied
research on a cost recovery basis” (2000)*
• College faculty develop a major applied research project
(CFI) initiative (2000)*
• Institutional research plan to identify major areas of applied
research (2000)*
• Begin adding AR projects to curricula (2000)*
Building an Applied Research Mandate
• Development of a strategy and concept for an Applied
Research Office (ARO) (2001)
• RRC mission incorporates applied research (2001)
• Develop linkages with established research partners and
agencies to build capacity, experience, credibility (2001)
• Western Diversification supports use of consultant to
develop strategy for ARO (2001-2002)
• First-ever CFI Award for the Centre for Applied Research
in Sustainable Infrastructure “CARSI” (2002)
• On-going policy and procedure development (2002-2003)*
• Manitoba Innovation Fund support (2003)
• Internal workshops (2003)*
• Startup of the ARO (Spring 2003)
Guiding Values and Principles
for Applied Research at RRC
• Show linkages to the economic development of
Manitoba and Canada
• Be consistent with RRC’s strategic plan
• Be industry and community driven
• Provide enrichment of student’s academic training,
applied research techniques and workforce
preparation
• Provide professional development opportunities for
faculty
• Provide an opportunity to create partnerships and
collaborative networks between other research
institutions, industry and the community
Applied Research Focus Areas
• Start off focused on a few areas where you
can be really good
• Bio-Sciences
• Manufacturing Design Technology
• Human Care Services
• Education Technology
• Sustainable Infrastructure Technology
Establishing an Applied Research
Office
• STRATEGY
• to build from and leverage existing strengths and
partnerships to further develop and enhance an
effective applied research program
• CONCEPT
• Applied Research Office to act as a “Window or
One-Stop-Shop” to serve as a gateway for
external partners seeking to work with the College
on applied research
Focus of Applied Research
• Distinguish between college and university
research
• Applied research - stimulate and support
research activities aimed at producing a
(near) immediate practical impact in the
community
ARO Role – The “4 C’s”
• COORDINATE applied research activities
• Facilitate COOPERATION with internal and
external communities
• Promote supportive CULTURE
• COMMUNICATE with the community
The Solution
• There is no single solution to securing the
necessary support to create, startup and
sustain an ARO
• It takes creativity and persistence, but can be
done
• e.g.. UM ITD > ILO > SMARTpark ($60,000 in
1986 > $5.6M in 1999)
In the Beginning . . . . .
• Central support for grant and contract
administration
• Government support for startup operations –
targeted proposal
• Faculty/departmental support for partnership
initiatives
• Industry support for outreach
• Experienced professional with administrative
support
Action Plan – Role & Place
• Role and program definition
• Initial role
• Program selection
• Research grant / contract seeking
• Governance and place in RRC
• Direct report to Vice-President
• External Advisory Board
Action Plan - Policies
• Policy and procedure development
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Research integrity
Research ethics
Intellectual property rights
Student rights
Conflict of interest
Conflict of commitment
Action Plan - Resources
• Resource Requirements
• Core support
• Sponsored research administration
• Outreach
• Intellectual property management
• Leverage existing relationships and
partnerships – not only with industry, but also
the universities
Action Plan - Startup
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Formulate effective policies
Pursue NSERC eligibility
Secure external financial support
Foster culture
Demonstration project – CARSI
Start communicating and networking
Introduce small AR projects into faculty and
curricula to build up a track record
• Learn from other colleges
Site Visits
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British Columbia Institute of Technology
Southern Alberta Institute of Technology
WestLink Innovation Network
Olds College Centre for Innovation
Association of Community Colleges of Canada
Natural Sciences and Engineering Research
Council
• Nova Scotia Community College
• Nova Scotia Advisory Board on Colleges and
Universities
Site Visits – Lessons Learned
• Establish a separate office, as part of the
College, to manage applied research
activities
• “Innovation” should be considered in the
ARO’s name
• Office should report to the Vice-President
Academic - especially if the College is placing
a high priority on applied research
• Adequate base funding/resources are
essential
• Marketing/business development will be key
Site Visits – Lessons Learned
• Importance of internal communications
cannot be overlooked
• Involve current faculty/staff – use them to
create interest/excitement
• IRAP is a key partner
• Initially focus on existing areas of expertise
(an inventory would be helpful)
• Students, faculty and staff have to benefit
Site Visits – Lessons Learned
• Effort of going through the NSERC-eligibility
process is beneficial
• Not necessary to develop brand new policies
from scratch - adopt/adapt suitable policies
from others
• NSERC is making a sincere effort to learn
more about the Colleges
• Most Universities view the Colleges as “junior
partners”
• Leverage existing partnerships
New Research Centre for RRC
• CFI (Canada) and MIF (Manitoba) support
establishment of Centre for Applied Research
in Sustainable Infrastructure – CARSI
• Grassroots initiative from faculty and staff
• New 8,000 sq. ft. building/lab
• Model sustainable intelligent building
• Demonstrate energy efficient and alternate energy techniques
• Incorporate advanced composite materials
• House two laboratories
• Construction materials
• Environmental technology
CARSI: Project
• Grassroots cross departmental project for CFI
• Developed broad based support from external
agencies (CMHC, MB Hydro, CCRB, IRAP, etc)
• Not successful first time round – good concept, too
ambitious, weak research team
• Focus the concept, build linkages and support from
established research institutions and agencies
(UofM, ISIS)
• Hired research experienced faculty
• Resubmitted
• Second time’s a charm!
• After CFI, continued to work for provincial support
CARSI: Organization
• Strategic Business Unit
• Operates on a “Cost Recovery” Basis
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Research Board
Advisory Council
Technical User Committees
CARSI Research Teams
• Research Project Leaders
• Technical support
• Students: Research Training
Next Steps (Priority Activities)
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Policy development
NSERC eligibility
ARO Structure - governance and management
Encouraging/enhancing applied research
environment and culture
Communications and outreach
Leverage key project: CARSI
Complete ARO business plan
Startup ARO FY 2002-03 Q4
Current Faculty Consultations
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Name for the ARO
Policy consultation (e.g. IP, Conflict)
Appropriate incentives
Outreach and communication ideas
Potential projects
Relevant contacts (to build the network)
For More Information
Ken Webb
Vice-President, Academic
Red River College
204-632-2498 or KWebb@rrc.mb.ca
Ray Hoemsen
President/Managing Director,
NEXUS Manitoba
204-799-6987 or RayHoemsen@NexusManitoba.com